2. HR Planning Learning Objectives Discuss Job Requirements and Relationships to other HR Functions Describe Job Analysis Methods Explain Job Descriptions List Factors in Job Design Describe How to Maximize Employee Contributions

3. Job Group of Related Activities and Duties Many Jobs Within an Organization Many Employees do a Certain Type of Job Facilitate the Organization's Goals

4. Specific Position Duties Responsibilities One Employer Per Position

5. Position - The different duties and responsibilities performed by only one employee.

6. Job Changes Evaluate Content Regularly Review Relationship

7. Job Reengineering Redesign Tasks in a Process Review Work Team Adjust Time Commitment Enhance Productivity

9. Job Requirements Duties Tasks Responsibilities

10. Job Description - Statement of the tasks, duties, and responsibilities of a job to be performed.

11. Job Specification - Statement of the needed knowledge, skills, and abilities of the person who is to perform the job.

12. Relationship of Job Requirements to Other HRM Functions TRAINING AND DEVELOPMENT SELECTION RECRUITMENT PERFORMANCE APPRAISAL COMPENSATION MANAGEMENT LABOR RELATIONS JOBREQUIREMENTSJOBREQUIREMENTS Determine recruitment qualifications. Provide job duties and job specifications for selection process. Determine training needs and develop instructional programs. Provide performance criteria for evaluating employees. Provide basis for determining employee’s rate of pay. May help to determine bargaining units.

13. Class Project: Write a Job Description Job Identification (Facts) Job Statement - Major Duties Job Duties and Responsibilities Job Specification

14. The Job Title Defines Duties Indicate Level Within Organization (junior, etc.) Qualifiers on Same Job (I, II, III, etc.)

15. Job Identification Section Department Reporting Relationship Date of Last Review Classification Level

16. Job Duties Each Task Define Start with a Verb Rank in Order of Importance Usually 8-20 1 to 3 line Statements See Examples

17. Characteristics of Job Descriptions No set format Basic Parts (Title, ID, Duties, Specifications) Qualifications, Separate Section

18. Qualities of a Good Job Description Direct Statements Terse Direct Begin Statements with Verbs Maintains Supervises Performs Umbrella Statement: "Other duties as assigned" l Simple l Concise l Coordinates l Operates l Directs

19. Preparing the Job Description Job Analyst Combine and reconcile data Interview Questionnaire Observation Employees Final Draft Securing consensus Tentative draft Interview Questionnaire Supervisor Alternative/optional

20. Key Elements of the Job Description JOB TITLE Ideally three words or less Non-sexist Indicates job duties and organizational level STATEMENT OF THE JOB Distinguishes job from all other jobs ESSENTIAL FUNCTIONS (JOB DUTIES) Listed in the order of importance or time required Indicate: –weight or value of the duties –results to be accomplished Start phrases with active verbs; subject implied

21. The Job Analysis (Collecting Facts)

22. Job Analysis - Process of obtaining information about jobs determining what the duties, tasks, or activities of jobs are.

23. Sources of Data Employee Supervisor HRM Job Analyst

24. Methods of Collecting Data Interviews Questionnaires Observations Past Records Standardized Descriptions (DOT) Job Diaries

25. Job Data Tasks Performance Standards Responsibilities Knowledge Required Skills Required Experience Needed Job Context (Relationship) Duties Equipment Used

26. Performing Job Analysis #1 STEP 1: Select jobs to study STEP 2: Determine information to collect Tasks Responsibilities Skill requirements STEP 3: Identify Sources of Data Employees Supervisors/managers

27. Performing Job Analysis #2 STEP 4: Methods of data collection Interviews Questionnaire Observation Records STEP 5: Evaluate and verify data collected Other employees Supervisors/managers STEP 6: Write job analysis report

28. Determining Job Requirements Determining job requirements What the employee does How the employee does it Why the employee does it Employee orientation Employee instruction Disciplinary action Recruitment Selection Development Nature of:Basis for: JOB ANALYSIS Summary statement of the job List of essential functions of the job JOB DESCRIPTION Personal qualifications required in terms of: – Skills – Education – Experience JOB SPECIFICATION

29. Job Specifications Skill Requirement Physical Demands Social Skills Education Level Personal Qualities Interests

30. Dictionary of Occupational Titles (DOT) U.S. Employment Service “Comprehensive Descriptions of 20,000+ Jobs”

31. Approaches to Job Analysis Functional Job Analysis (FJA) Inventory of Work Activities Assumes Every Job Performs Certain Functions Position Analysis Questionnaire (PAQ) Critical Incident Method (CIM)

32. Functional Job Analysis (FJA) Quantitative approach to job analysis that utilizes a complied inventory of the various functions of work activities that can make up any job and that assumes that each job involves three broad worker functions: 1.data 2.people 3.things

33. Position Analysis Questionnaire (PAQ) 194 Different Tasks 5 Point Scale (Nominal, Occasional, Moderate, Considerable, Substantive) 6 Divisions: 1.Information Input 2.Mental Process 3.Work Output 4.Relationships 5.Job Context 6.Other Characteristics

34. Position Analysis Questionnaire (PAQ) - Questionnaire covering 194 different tasks which, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job.

35. Critical Incident Method (CIM) - Job analysis method by which important job tasks are identified for job success.

36. Critical Incident Method (CIM) Identify Critical Job Tasks Most Important Duties and Responsibilities Describe the Job (What, Where, When, How, etc.) Start Task with Verb 5-10 Task Statement Compare Other Job to the Key Jobs

37. Job Design Structuring Jobs Focus on Employee Satisfaction Integrate Technology Consider Human Characteristics

38. Four Most Important Design Techniques Job Enlargement (Horizontal Loading) Job Rotation (Variety) Job Enrichment (Vertical Expansion- Delayering) Job Empowerment

39. Behavioral Considerations Avoid Problems Overspecialization Work Simplification Division of Labor Focus on Psychological Rewards Interesting Tasks Challenging Projects Reduce Boredom Quality Pride in Job

40. Job Enrichment - Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying.

41. Five Enrichment Factors Achievement Recognition Growth Responsibility Complete Product/Service

42. Employee Teams - An employee contributions technique whereby work functions are structured for groups rather than for individuals and team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments.

43. Employee Participation Teams Joint Decision Making Intrinsically Fulfilling Team Develops Loyalty Builds Pride of Ownership Involved in the Result

44. Employee Empowerment - Granting employees power to initiate change, thereby encouraging them to take charge of what they do.

45. Increasing Organizational Commitment Increase job challenge through enriched jobs with high autonomy, feedback and responsibility. Use work teams where appropriate. Clarify job responsibilities through effective communication. Emphasize the long-run opportunities with the organization. Encourage employees to use their unique talents to improve the organization. Provide employees with a sense of power and control over their jobs by encouraging participation.

46. The Employee Involvement (EI) Group Process

47. Principles of Vertically Loading a Job PRINCIPLEMOTIVATORS INVOLVED A.Removing some controls while retaining accountability Responsibility and personal achievement B.Increasing the accountability of individuals for their own work Responsibility and recognition C.Giving a person a complete natural unit of work (module, division, area, and so on) Responsibility, achievement, and recognition D.Granting additional authority to employees in their activities; job freedom Responsibility, achievement, and recognition E.Making periodic reports directly available to workers rather than to the supervisor Internal recognition F.Introducing new and more difficult tasks not previously handled Growth and learning G.Assigning individuals specific or specialized tasks, enabling them to become experts Responsibility, growth, and advancement

48. Alternate Work Schedules Four Day Week Flextime Telecommuting Job Sharing Shift Work

49. Four Day Week 10 Hour Workday Long Weekend Reduced Commuting Lower Costs Problem on Serving Customers

50. Flextime - Flexible working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week.

51. Flextime Flexible Start and Ending Ties Core Mid-day Period Lower Tardiness and Absenteeism Higher Morale and Productivity Not Suited to all Jobs Increased Overhead Costs

52. Telecommuting - Use of microcomputers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace.

53. Job Sharing 2 Part-Timers Make one Full-Time Position Accommodate Special Needs Provides Back-up Redundancy Extra Training Costs Increase Morale and Productivity

54. Shift Work Used Where Continuous Operation Required 7:00 a.m. - 3:00 p.m. 3:00 - 11:00 p.m. 11:00 p.m. - 7:00 a.m. Rotate Employees (Seniority-Desire)

55. Job Requirements Summary Relationships to all HRM functions Defined Job Families The Job Description Job Analysis Job Design

56. Job Description Examples Amoco Facility Manager Amoco Sales Manager Amoco Sales Operations Manager Emery Sales Representative Marathon Marketing Representative

57. Position Analysis Questionnaire Indiana University PAQ